The rapid advancement in technology-based systems, especially those related to the Internet and World Wide Web, has led to fundamental changes in how banks interact with customers. These developments have propelled banks to be innovative and use alternative delivery channels such as electronic banking with a view to attract more customers, create value for customers, enhance customer satisfaction and ultimately obtain customer loyalty. Within the South African context, a gap in research was identified that dealt with the conceptualisation and measurement of electronic banking service quality. Furthermore, no single empirical or conceptual study could be found that put up the four constructs identified in this study that tested the causal relationships of these constructs. Against this backdrop, the study‘s principal objective was to develop and validate a measuring scale of electronic banking service quality for the South African banking sector. The study also sought to determine the causal relationships amongst the four constructs of the study, namely electronic banking service quality, customer value, customer satisfaction and customer loyalty. To address these research objectives, the study applied a two-phase design in conducting the research in an effort of enhancing and maximising the outcome of this research endeavour. Phase I of this study comprised a literature review and focus group interviews (qualitative research). An extensive literature review was conducted as an inductive method to build the theoretical foundation of the study, generate the initial pool of items, and define and conceptualise the constructs. Using a deductive method, the focus group interviews were used to generate original items for the development of the scale. Phase II of the study comprised scale refinement and validation of the scale through various interactive statistical applications such as exploratory factor analysis (EFA) and structural equation modelling (SEM) (quantitative method). Using an exploratory factor analysis, eight determinant dimensions were extracted that constitute electronic banking service quality (EBSQ). These dimensions in accordance of their importance are reliability, system availability, privacy and security, website aesthetics, ease of use, functionality, efficiency, and contact and responsiveness. The Pearson‘s correlation coefficient between each of the eight dimensions and EBSQ was above 0.6 at p<0.01 level of significance showing practical significance. Similarly, the Pearson‘s correlation coefficient among the four constructs, namely EBSQ, customer value, customer satisfaction and customer loyalty, revealed that there are evidence positive linear correlations among these constructs. T-test statistics and non-parametric correlations were computed to determine the influence of demographic variables such as gender, age, education and income on the perceptions of customers of electronic banking service quality dimensions, electronic banking service quality as a whole, customer value, customer satisfaction and customer loyalty. Employing comprehensive and best practice (inductive and deductive research methods), a measuring scale has been developed and validated for the South African banking sector (primary objective of this study). The purification and validation of the scale involved rigorous statistical methods including exploratory factor analysis followed by confirmatory factor analysis through structural equation modelling (SEM) to ensure the reliability, validity and robustness of the scale. Moreover, the study endeavoured to contribute to the theoretical conceptualisation of electronic banking service quality (EBSQ), which is a relatively new concept in South Africa, and indeed, globally. Eight dimensions of EBSQ have identified and operational definition provided for. The dimensions identified in this research can be used to better understand EBSQ, and to measure and improve service quality levels in the banking sector. Ultimately, a model has been proposed providing South African banks with an instrument to measure, manage, and improve their electronic banking service quality. The model has established the building blocks of electronic banking service quality by identifying the main dimensions or attributes of electronic banking service quality that can be used to improve service quality levels. Furthermore, the study determined the causal relationships among four constructs, namely (I) electronic banking service quality (EBSQ), (II) customer value, (III) customer satisfaction and (IV) customer loyalty through regression path estimates (coefficients), mediation analysis and standardised regression weights. Understanding the intricate relationships among these constructs will definitely enhance the banks‘ approach to customer relationship management (CRM) in this digital era in their quest to provide quality services and devise appropriate customer service solutions. In light of the findings of this research, several managerial implications and recommendations are offered. Amongst others, the research revealed that reliability, privacy and security are the top concerns customers have with regard to electronic banking. Therefore, it is recommended that banks invest in the robustness of the websites for banking transactions by using cutting-edge technology to protect their customers from illicit criminal activity, as security and trust are of crucial importance to customers when engaging in online transactions. The sample size (310) used in this research is consistent with previously developed and validated scales and sufficiently meets the requirements of sample adequacy for the study of this nature. Using the scale developed and validated in this study, future research endeavours are recommended to use a bigger sample size to test the robustness of this scale, and obtain more exact and organisation-specific customer perceptions of electronic banking services. It may be worthwhile for future studies to consider developing a measuring instrument from a different perspective, that is, from other customer groups, namely internal customers (employees) of the banks. / PhD (Marketing Management)--North-West University, Vaal Triangle Campus, 2015.

Globally, trade and industry has shifted its focus from the traditional service delivery approaches to various alternative practices to be more successful, cost efficient, customer orientated, flexible and innovative. This shift in focus has lead to organisations applying a customer centric approach in their business. In order to understand customer centricity, it is necessary to be familiar with the term customer service. Customer service is the offering of services to customers before, during and after a purchase. It is a series of activities designed to enhance the level of customer satisfaction, i.e. the feeling that a product or service has met the customer’s expectations. Although it seems to be difficult to create and maintain a positive service culture, the implementation and upkeep of service excellence hold numerous advantages for organisations in both the short and the long term. Excellent customer service leads to an increase in profits as well as assist organisations in achieving a competitive advantage. Organisations with a customer centric approach can expect to experience a 30% higher return on investment on their marketing efforts compared to their peers not embracing customer centricity. Moreover, exceptional customer service will lead to customer satisfaction, which in turn, may well lead to customer loyalty which is crucial in the current volatile economic market. Recent economic instability triggered financial uncertainty in trade and industry. This causes difficulties for organisations to gain a competitive advantage and predict consumer behaviour. The organisations that will survive and outlive these uncertain circumstances will be those that maintain a customer centric focus. A customer centric focus implies that organisations place their customers first by concentrating on their needs and behaviours. These organisations will also attempt to eliminate internal factors that constrain service offerings to customers. Furthermore, customer centricity includes the alignment of resources of the organisation to successfully respond to the ever-changing needs of the customer, while building mutually profitable relationships. The main difference between customer service and customer centricity appears to relate to meaningful changes that customer centric organisations make in addressing their customers’ expectations and providing reciprocal support. Customer centricity seems to take customer service thus a step further with regards to service delivery. The healthcare environment forms an important part of trade and industry and economic instability also affects this sphere. In this study, the focus filters to the healthcare industry in South Africa and the role and importance of a customer centric approach to doctors. The South African healthcare environment consists of two sectors, namely large public (managed by government) and smaller, higher quality private healthcare. The South African healthcare system is unique to those of other countries as it is dynamic and multifaceted. The legislative framework within the healthcare system gives South African citizens the right to access healthcare services. Due to a skewed financing system in healthcare, this framework has a major impact on both the public and private sectors. The private healthcare industry in South Africa has grown dramatically with the number of beds doubling between 1988 and 1993. This was mainly due to the international trends toward privatisation and advanced by government's policies for privatisation. This resulted in the migration of doctors from public service to private practices. Specialists play an integral part in providing healthcare services. The private hospital industry provides admitting and treating facilities where doctors prescribe the care that hospitals should deliver to patients. This interplay between private hospitals and specialists emphasises that specialists are important customers of private hospitals. The importance of obtaining and retaining doctors is also highlighted in the vision and mission of the top three private hospital groups in South Africa, namely Mediclinic, Netcare and Life Healthcare. Many challenges exist to grow and maintain patient volumes for the private hospital sector. One thereof is to establish doctor (and their practices') support by building an optimum mix of loyal specialist and general practitioner (GP) networks for the hospital. The management and nurturing of relationships with doctors through these networks could lead to a competitive advantage for private hospitals. A study was therefore conducted to gain insight as to how specialists define customer centricity as well as their expectations of private hospitals when applying a customer centric approach towards doctors. The research was of qualitative nature. An experimental research design was applied and included 11 participants. Semi-structured interviews with specialists from one of the top three private hospital groups were conducted in order to gather relevant data. The interviews were transcribed and coded. Results were analysed and interpreted via thorough content analysis. Participants highlighted the following elements as important when defining customer centricity: customer focus, satisfaction, facilities and resources, accessibility, safety and cost effectiveness. In addition, participants confirmed that the following aspects marked their expectancies of a customer centric organisation: quality patient care and services, facilities and resources, effective communication, support and cooperation, provision of sufficient and well trained staff, mutual financial gains, appreciation, resolving of problems, involvement in decision making and respect. Conclusions and recommendations pertaining to future research were also provided. / MBA, North-West University, Potchefstroom Campus, 2014

Purpose: The purpose of this study is the purpose of this study is to gain a more in-depth understanding of customer experience management and how it enables growth within an organization. Background: Customer Experience Management has been described as a process where the entire experience of a customer with a product/service and a company is strategically managed. It has been highlighted as a key area for organisations to focus on, yet, CEM is continuously being researched both by researchers and business practitioners as there is still a vague understanding on the topic. Nonetheless, CEM has been displayed as a successful process, however, very little research has gone into showing that it could enable organizational growth.

Thesis (MEcon)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: With heightening competitive pressures in the retailing environment, customer satisfaction and customer loyalty have become barometers of retailer performance. Determining the relationship of all the controllable elements that encourage or inhibit consumers during their contact with a retailer, defined as the Total Retail Experience (Berman and Evans, 1998: 19), with customer satisfaction and customer loyalty, formed the basis of this study. The dimensions ofTRE that were applied in this study were five controllable components, namely personal interaction, merchandise value, internal store environment, merchandise variety and complaint handling. The empirical study was applied specifically to a retailer dealing in health, home and beauty products. Data for this study was gathered via questionnaire from 34 000 of the most loyal card holders which participated in the loyalty program offered by the health, home and beauty retailer. The results of the data study indicated that the TRE instrument was a valid instrument to measure the success of providing a positive TRE for their consumers. Further, the instruments used to measure customer satisfaction and loyalty were deemed highly reliable. Of the five elements of TRE, enhancing the quality of personal interaction should be the primary focus in improving customer satisfaction, and it is significant that this retailer's management need only focus on improving these five dimensions of TRE to enhance customer satisfaction, given that almost three-quarters of customer satisfaction was accounted for by the five TRE dimensions. Results indicated that in contrast to customer satisfaction, customer loyalty was primarily driven by product related issues, with merchandise value being the strongest predictor of loyalty. Again, it was noted that more than half of the retailer's customer loyalty could be accounted for by the five TRE dimensions. Thus, efforts to improve any of the five TRE dimensions would enhance customer loyalty within this retailer's cardholder base. The varying importance of the specific TRE dimensions to both customer satisfaction and customer loyalty allow this retailer to identify the driving forces behind each of these concepts and allow for prioritizing strategies to optimize satisfaction and loyalty within their consumer base. By analyzing the responses of the individual items (questions) that measure each of the TRE dimensions as they appeared in the questionnaire, this study enables the retailer to focus on very specific aspects that influence each dimension of the TRE experience. Overall, it must be noted that respondents had positive experiences at the health, home and beauty retailer, which provides the retailer with a useful indicator of current satisfaction and loyalty levels and a point of comparison in determining the impact of the strategies employed to heighten satisfaction and loyalty. / AFRIKAANSE OPSOMMING: Toenemende druk van mededinging in die kleinhandelomgewing veroorsaak dat klientsatisfaksie en -lojaliteit barometers van kleinhandelprestasie word. Die basis van hierdie studie is daarin gelee om vas te stel wat is die verwantskap tussen al die beheerbare elemente wat verbruikers se gedrag tydens kontak met 'n kleinhandelaar aanmoedig of inhibeer, gedefinieer as die Totale Kleinhandelervaring (TKE) (Berman en Evans, 1998: 19), en klientsatisfaksie en -lojaliteit is. Die dimensies van TKE wat in hierdie studie toegepas is, is vyf beheerbare komponente, naamlik persoonlike interaksie, handelsware waarde, interne winkelomgewing, handelsware verskeidenheid en klagte hantering. Die empiriese studie is spesifiek toegepas op 'n kleinhandelaar wat handel dryf in gesondheid-, huis- en skoonheidsprodukte. Data vir die studie is ingesamel met behulp van 'n vraelys wat aan 34 000 van die mees lojale kaarthouers wat lid is van die lojaliteitsprogram van die gesondheid-, huis- en skoonheidsprodukte kleinhandelaar, gestuur is . Die resultate van die studie toon dat die TKE instrument 'n geldige instrument is om die sukses te meet indien 'n positiewe TKE vir kliente aangebied word. Voorts is ook bevind dat die instrumente wat gebruik is om satisfaksie en lojaliteit te meet, hoogs betroubaar is. Die verbetering van persoonlike interaksie tussen kliente en personeel blyk die primere fokus te wees indien klientsatisfaksie verbeter wil word. Die vyf dimensies van TKE is verantwoordelik vir byna driekwart van kliente se satisfaksie. Die kleinhandelaar se bestuur behoort dus slegs te fokus op die verbetering van die vyf dimensies van TKE. In kontras met satisfaksie, blyk lojaliteit primer veroorsaak te word deur produk verwante kwessies, met handelsware waarde as die sterkste voorspeller van lojaliteit. Meer as die helfte van die lojaliteit aan die kleinhandelaar word teweeggebring deur die vyf dimensies van TKE. Dus, pogings om enige van die vyf dimensies van TKE te verbeter, sal lei tot 'n verhoogde klientlojaliteit onder die kleinhandelaar se lojaliteit-kaarthouers. Die varierende belangrikheid van die verskillende TKE dimensies vir beide klientsatisfaksie en -lojaliteit stel die kleinhandelaar in staat om die dryfkragte agter elkeen van hierdie konsepte te identifiseer en maak die prioritisering van strategiee om satisfaksie en lojaliteit te maksimeer, moontlik. Die ontleding van die response op die individuele items (vrae) wat elkeen van die TKE dimensies meet soos wat dit in die vraelys voorkom, maak dit vir die kleinhandelaar moontlik om op spesifieke aspekte wat elke dimensie beinvloed, te fokus. Globaal gesien is bevind dat respondente positiewe ervarings by die gesondheid-, huis- en skoonheidsprodukte kleinhandelaar gehad het en hierdie kan as 'n nuttige indikator gebruik word van bestaande satisfaksie- en lojaliteitsvlakke en ook as 'n punt van vergelyking vir die bepaling van die doeltreffendheid van strategiee wat aangewend word om satisfaksie en lojaliteit te verbeter.

Customer loyalty is considered to be critically important to growth, profitability and sustainability. It has received much attention by practitioner and managers. However, some important variables about the different types of loyalty have remained unclear. While businesses look towards adopting various strategies to help them grow and succeed in the marketplace, a number of key business orientations have emerged. Each of these orientations has claimed to increase both profitability and customer loyalty for an organization. This research has examined both of these factors, as well as their inter-relationships. The research was conducted in a two part study, based on a sequential triangulation approach. The first study focused on finding out the differences between two of the highest types of loyalties, attitudinal and emotional. The study, based on 40 interviews with customers from three different companies, across two cultural settings (Asian and European), has led to the emergence of key differentiating factors. The second study focused on the relationships between business orientations and customer loyalty. This study was based on six case studies of best practice firms. The study found a positive link between business orientations and loyalty. Moreover, a set of critical success factors were identified that would enable companies to implement effective loyalty management systems. Based on both of these two studies, a loyalty management model has been presented. The model helps to improve our understanding of loyalty, and would be of use to managers who would want to develop and manage customer loyalty in an organisation.

Control and involvement are well researched concepts in traditional marketing, while interactivity is a relatively new concept associated with Internet marketing and communication. From an Internet interaction perspective, the research examines the impact of interactivity, control and involvement on customer satisfaction and loyalty in an eBanking context. Using Flow Theory as the theoretical foundation, it is proposed that these three Internet communication constructs lead to eService dependency and eService encounter satisfaction, which, in turn, enhance the overall satisfaction and loyalty to the principal bank at corporate level. A mixed methodology using both qualitative and quantitative approaches of data collection is adopted. In-depth interviews with eBankers and focus group studies with eBanking customers support the importance of interactivity, control and involvement in the eService encounter. The in-depth interviews and focus groups facilitate the identification of eService dependency as a new construct in the model. Participants' views also help the operationalisation of constructs and development of questionnaire for quantitative data collection. ii Analysis of the quantitative data using structural equation modelling shows support for all three constructs' hypothesised positive relationships with eService dependency and eService encounter satisfaction i.e. satisfaction at the service encounter level. It is also confirmed that eService dependency and eService encounter satisfaction have a positive impact on overall satisfaction with the principal bank i.e. satisfaction at corporate level. However, the influence of eService dependency and eService encounter satisfaction on loyalty to principal bank is not supported. The research concludes with the theoretical contributions and managerial implications of the research. Strategies to enhance interactivity with, control of and involvement by eBanking customers are recommended to eBankers. Limitations of the research and directions for future research in Internet and eService are also suggested.

<p>Over the last couple of years the airline business has gone through some turbulent changes, which has meant that customer loyalty has been affected. It’s no longer certain how or why customers are loyal to an airline, although the companies now use more and more complicated loyalty programs to keep their customers.</p><p>The purpose of this essay has therefore been to examine what makes customers loyal to a service business, and what is the extent of their loyalty.</p><p>To be able to answer these questions, a survey about costumers loyalty were accomplished. The results we received show that availability is the most significant issue for customers of SAS, and satisfaction is the minimum requirement for the customer. But to be able to attract loyal customers the airline has to offer them more.</p> / <p>Flygbranschen har de senaste åren gått igenom en hel del turbulenta förändringar, vilket har gjort att kundernas lojalitet till flygbolagen har satts på prov. Det är inte längre självklart hur och varför kunder är lojala till ett flygbolag. Trots det använder sig företagen av mer och mer invecklade lojalitetsprogram för att binda sina kunder.</p><p>Syftet med denna uppsats har därför varit att undersöka varför och vad som gör kunder lojala till ett tjänsteföretag, samt på vilken nivå deras lojalitet ligger.</p><p>För att kunna besvara problemet har SAS kunder tillfrågats angående kundlojalitet i en enkätundersökning. Resultatet vi fick fram var att kunderna överlag är mycket lojala där tillgängligheten är den styrande faktorn. Vi har även konstaterat att fenomenet nöjda kunder alltmer har blivit en norm inom flygbranschen. I dagsläget måste därför flygbolagen kunna erbjuda sina kunder något extra för att bibehålla deras lojalitet.</p>

An important question in today’s research on marketing is in what way a company can influence how customers perceive their brand and in what way they can facilitate customer retention. The aim with this paper is to research the impact the corporate brand image has on customer satisfaction and customer loyalty within the travel industry to further the understanding of how branding activities influence customer preferences. By using a survey with an experimental design, where corporate brand image is manipulated through a PR-article, the results indicate that a company can influence the loyalty a customer feels toward their brand by trying to influence the corporate brand image. The results also support the idea that corporate brand image does have its own effect on customer loyalty and is not merely indirectly influencing it through customer satisfaction. Furthermore, these results are of interest to the travel industry since it indicates that PR campaigns can aid the travel agency in differentiating itself from its competitors. In an industry with intangible and homogeneous services and a highly competitive market differentiating the brand is likely to have a positive competitive effect.

Background:  Social media is a constantly growing medium for communication that enables companies to interact with current and potential customers. It is of utmost importance that companies learn how to use social media in order to engage their customers, which will lead to greater customer loyalty. There is a large amount of literature on social media and customer loyalty separately, but not on how these subjects relate and interact. Therefore, the case study performed involving Mormor Magdas Därproducerade Glass will put focus on the activities that engage customers, which can lead to loyal customers.  Purpose:  The purpose of this thesis is to develop a better understanding of how small firms increase customer engagement through social media, leading to the creation of greater customer loyalty. Method:                           A qualitative approach to the research has been chosen which consists of a single case study that will allow for a deeper analysis of the subject. Data collection was performed through two interviews with the owners of the case study company and several observations of the company’s social media uses. Conclusion:                         By following the model provided in this thesis, more effective uses of social media for a small business are demonstrated, which will engage customers and enhance the company’s image, leading to greater customer loyalty. This model will also give a business a simplified picture of social media uses and how to use them properly. The case study shows a business the types of posts that are effective in engaging customers: frequent updates, prompt responses to all queries, and a focus on the specific social media platforms that are the most fruitful for each particular business’s needs.

Abstract Social media is a marketing phenomenon that is growing very fast. Social media helps creating value for customers in broadcasting the advertising among social networks. Blog posts, videos, pictures, reviews and ratings all have a significant impact on marketing. The purpose of the thesis is to investigate how companies can achieve customer loyalty and customer relationship management using social media marketing and if companies can target new customers by social media. An inductive research approach was used in the study. Semi-structured interviews were performed with interviewees from two companies. A survey questionnaire was answered by 100 social media users which were also customers of the companies. The findings show that there are certain constraints in social media such as risk of user information security when their information can be shared with the companies so that companies can do better marketing research. Word of mouth is spread on social media where new customers are targeted. Social media is providing new channels for support, advertisement and acting as a news feed tool to keep customers up to date about recent events and news. The company stated that no extra resources were required to market on social media.